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PurposeThe primary objective of this study is to assess the role of a collaborative culture in the organization's knowledge management process (KMP) and how it is associated with radical and incremental innovation under the moderating role of ownership formapjm in Pakistani firms.Design/methodology/approachThis research used the quantitative method and structural equation modeling approach to examine hypotheses with data obtained by the survey from 280 participants in 85 Pakistani firms.FindingsThe findings of this study indicate that the KMP significantly mediates between collaborative culture and two specific types of innovation, namely radical innovation and incremental innovation. In addition, the ownership form can serve as a moderator in the relationship between KMP and innovation capability.Research limitations/implicationsFuture research should explore the moderating impact of other strategic or behavioral factors, such as self-efficacy, job experience, education level, optimism and organizational support, to better clarify the association between these latent constructs.Practical implicationsThis research provides leaders with a better view of the mechanism of knowledge management and the impact of ownership form and possible influences in their organizations to foster innovation capabilities.Originality/valueThis paper has prompted theoretical and practical attempts on innovation management theory that allow firms to recognize the necessary factors and processes to improve the firm's innovation capability.

PurposeThis paper aims to investigate the correlation between collaborative culture, knowledge sharing and innovation capabilities in Chinese firms.Design/methodology/approachThis paper used structural equation modeling to examine the level of how collaborative culture and knowledge sharing impact on two types of innovation capabilities (product innovation and process innovation) based on using data collected from 77 Chinese firms.FindingsThe research findings show that knowledge sharing plays a mediating role between collaborative culture and two specific types of innovation, namely, product innovation and process innovation. The paper first confirms the moderating role of ownership form in the relationships between knowledge sharing and innovation capabilities. The results underline the necessity of building a collaborative culture to stimulate employees' knowledge sharing behavior, which in turn positively promotes innovation capabilities in an organization.Research limitations/implicationsThe paper has not evaluated the relationship between latent variables under the condition of moderating variables of individual characteristics (such as optimism and self-efficacy) or firm characteristics (such as industry type, firm size and firm age). Further research should examine the moderating effects of these variables to have clearer relationship between the constructs.Practical implicationsThis paper offers leaders a deeper understanding of the effects of ownership forms and potential factors to promote innovation capabilities in their firms.Originality/valueThe paper has contributed to theoretical and practical initiatives on the theory of innovation management which enable firms to identify the necessary factors and mechanism to enhance firm capabilities for innovation.

PurposeThe purpose of this paper is to examine the effect of ethical leadership on radical and incremental innovation through the mediating roles of tacit and explicit knowledge sharing (KS).Design/methodology/approachThe paper used a quantitative research method and structural equation modeling to test the research hypotheses based on a sample of 365 participants from 115 Vietnamese firms.FindingsThe results indicated that ethical leadership is positively related to radical and incremental innovation. In addition, tacit and explicit KS significantly mediate the relationship between ethical leadership and the two types of innovation.Research limitations/implicationsThis study is cross-sectional, which limits its ability to control the specific features of the correlations among the factors in the long term.Practical implicationsThe findings of this study suggest that leaders should invest in practicing and applying a moral lens to motivate positive KS behaviors of employees and organizational capabilities for innovation.Originality/valueThis study significantly fills gaps in the literature and advances the understanding of how ethical leadership fosters employees' KS to improve radical and incremental innovation.

PurposeThe purpose of this paper is to investigate the role of cognitive proximity on supply chain collaboration and how it relates to radical and incremental innovation.Design/methodology/approachThe paper is based on quantitative approach to analyze the data of 218 firms in a developing and transition economy. The proposal model is tested with exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and structural equation modeling (SEM).FindingsThe authors' findings show that cognitive proximity facilitates decision synchronization and incentive alignment in the supply chain. Furthermore, the authors' results indicate that information sharing and decision synchronization are determinants of radical innovation while incentive alignment is a determinant of incremental innovation.Research limitations/implicationsThis study was cross-sectional, so the authors could not consider the control variable such as sectors or firms' size. It is hard to control the specific features of cognitive proximity in one single industry when using cross-sectional data. In future investigations, it may be possible to use a different dimension of proximity to explain the implementation of collaboration for innovation.Originality/valueThis study attempted to explore the role of cognitive proximity on supply chain implementation process in the context of a transition economy. Moreover, the authors' findings provide the clearer understanding of the relationship between collaboration and innovation.